How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

What Video Games Have to Teach Us about Learning and Literacy

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Flow The Psychology Of Optimal Experience

Knowledge and the Flow of Information.

Digital market has never been so unstable due to more and more demanding users and new disruptive competitors. CEOs from most of industries investigate digitalization opportunities. Through a Systematic Literature Review, we found that digital transformation is more than just a technological shift. According to this study, these transformations have had an impact on the business models, the operational processes and the end-users experience. Considering the richness of this topic, we had proposed a research agenda of digital transformation in a managerial perspective.

/pdf/the-shape-of-digital-transformation-a-systematic-literature-8yzr52k0cb.pdf

The Shape of Digital Transformation: A Systematic Literature Review.

Virtual worlds are Internet-based three-dimensional (3D) computer-generated environments where users interact through “avatars” – a computer-generated representation of themselves that they control in terms of appearance and behavior. In recent years, virtual worlds have evolved into sophisticated social systems where millions of people regularly collaborate. For dispersed organizational teams, they represent a viable collaboration environment in which users can integrate different communication channels and manipulate digital artifacts that represent actual team deliverables. In this editorial to the Special Issue on Team Collaboration in Virtual Worlds, we discuss past research and highlight key findings with respect to five dimensions of collaborative work: technology, people, information, process, and leadership. We conclude with a discussion of the key research challenges that lie ahead to shape the research agenda for team collaboration in virtual worlds and metaverses.

/pdf/team-collaboration-in-virtual-worlds-editorial-to-the-k5mkdtl90s.pdf

Team Collaboration in Virtual Worlds: Editorial to the Special Issue

Knowledge transfer is no longer reducible to classical solutions such as face-to-face training, technical education or tutoring. Knowledge to be transferred is professional knowledge (Business Knowledge). It involves the whole Knowledge Capital within an organization. Identifying the knowledge components that are worthwhile transferring is not an easy task. This is the problem addressed in this paper.

https://hal.archives-ouvertes.fr/hal-00470387/document

Critical knowledge map as a decision tool for knowledge transfer actions

Social media technology has enabled virtual collaborative environments where people actively interact, share knowledge, coordinate activities, solve problems, co-create value, and innovate. Organizations have begun to leverage approaches and technologies to involve numerous people from outside their boundaries to perform organizational tasks. Despite the success and popularity of this ‘crowdsourcing' phenomenon, there appears to be a distinct gap in the literature regarding the empirical evaluation of the factors involved in a crowdsourcing user experience. This paper aims to fill this void by proposing a theoretical model of the antecedents and their relationships for crowdsourcing user engagement. It is defined as the quality of effort online users devote to collaboration activities that contribute directly to desired outcomes. Drawing from research in psychology and IS, we identify three critical elements that precede crowdsourcing user engagement: personal interest in topic, goal clarity, and motivation to contribute. This paper examines the theoretical basis of these variables of interest in detail, derives a causal model of their interrelationships, and identifies future plans for model testing.

A theoretical model of user engagement in crowdsourcing

The quality of collaboration directly affects the quality of an organization's outcomes and performance. Trends like globalization and increased product and service complexity have pushed organizations to become more and more reliant on collaboration in distributed, cross-disciplinary, cross-cultural, virtual teams. The present research is based on an Applied Science/Engineering (AS/E) research paradigm to address an important class of unsolved problems - measuring the quality of collaboration within and across organizational boundaries. This paper presents a Collaboration Maturity Model (Col-MM) to assess an organization's team collaboration maturity as a first step toward a generalizable solution to that class of problems. The Col-MM is intended to be sufficiently generic to be applied to different organizational and team settings and useable by practitioners for conducting self-assessments. The Col-MM was developed during a series of Focus Group meetings with professionals (business unit managers). The model was then piloted and subsequently applied in a field study in an automotive company. This paper reports on the development and field application of the Col-MM. It contributes to the Collaboration Science literature, theory, and practice through a detailed AS/E study that develops a maturity model and a system for administering it that provides proof of value and effective use in the field.

Imed Boughzala

Papers

The Shape of Digital Transformation: A Systematic Literature Review.

Team Collaboration in Virtual Worlds: Editorial to the Special Issue

Critical knowledge map as a decision tool for knowledge transfer actions

A theoretical model of user engagement in crowdsourcing

Evaluating team collaboration quality: the development and field application of Collaboration Maturity Model